Enterprise Architecture and Business Process Modeling

Organizational modeling and Enterprise Architecture Fantahun A.

Enterprise Architecture
Enterprise architecture (EA) is a way of translating business vision and strategy into effective enterprise change by creating, communicating and improving the key requirements, principles and models that describe the enterprise's envisaged - future state and enable its evolution i.e. EA is an ongoing business function that helps an enterprise to figure out best ways needed to execute the strategies that drive its development
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Enterprise Architecture
The term Enterprise may describe:
Any Public or private sector organization An entire business or corporation with multiple branches A unit of a larger organization A corporation of several organizations, such as a joint venture or partnership

EA includes the complex Socio-technical system:

People, Business, Information and Technology

Organizations need to have standardized operating model and EA:

Carries the organizing logic for business processes and IT reflecting it
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EA Framework (generic)
describes the fundamental organization and requirements of the business based on business strategy and objectives.

gives a high level view on the classifiesthe organizational describes and describes all nature of the enterprise and processes ofbusiness in design of the the business terms of products & the principal logical and their the shows respective services offered in the market, cooperation withall customers value adds. of business structure the value chain, and suppliers information entities like partners, market channels utilized products, business partners, logistic information etc

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EA Frameworks
There are several EA frameworks known, four are most widely stated
TOGAF Zachman DoD FEA

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TOGAF - ADM
Framework and principles

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Zachman EA Taxonomy

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Enterprise Architects
Is there such a role? What do they do? What qualification is required?

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Business Processes, Modeling and Notations

Introduction

Outline
Business Business Business Business Business Business (BPMN)

Model Process Process Management Process Model Process Model and Notation

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Questions for you to answer:

Relationship between business modeling and Business Process Modeling What makes it capable and unique, BPMN, to guarantee end-to-end IT support of business processes and allow good ITbusiness alignment?

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Business Model
is a framework for creating economic, social, and/or other forms of value to a business represents core aspects of a business, including purpose, offerings, strategies, infrastructure, organizational structures, trading practices, and operational processes and policies is the method of doing business by which a company can sustain itself; i.e, generate revenue is created after conducting a survey - which is part of the business analysis process
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Business Process
Is a collection of related, structured activities or tasks that produce a specific service or product (serve a particular goal) for a particular customer or customers There are three main types Management processes

Operational processes Supporting processes

* The claim is that quality processes (with quality inputs) are required to guarantee quality results
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Business Process Management

is a field of management focused on aligning organizations with the wants and needs of clients It is a holistic management approach - striving for innovation, flexibility and integration with technology business process management continuously improve processes attempts to

process optimization is the process to define, measure and improve your processes

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Business Process Modeling (BPM)

is an activity of representing processes of an enterprise So that the current process may be analyzed and improved in the future is typically performed by business analysts and managers who are seeking to improve process efficiency and quality The process improvements identified by BPM may or may not require Information Technology involvement
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Business Process Modeling (BPM)

A Business Process Model diagram is a tool, a means to an end, not a performance outcome in its own right. The final output is improvement in the way that the business process works The focus of the improvements is on 'value added' actions that make the customer service and experience better, and on reducing wasted time and effort There are two main types of Business Process Models: the 'as is' or baseline model (the current situation) and the 'to be' model (the intended new situation)
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The need for modeling business processes

To design new business processes To model processes existing Focus on business goals, KPIs, customer needs, and business partner expectations. business Assure the right flow of activities. Identify normal flows and possible exceptional flows. Identify inputs and outputs of activities. Identify key documents and sources. Identify business rules. To restructure existing business Focus on the activities and their added value. processes Focus on lines of business and their relations. Model responsibilities and roles. To help in the development of end- Detailed modeling of process flow. to-end IT support for business Detailed modeling of data, documents, business objects, processes and interfaces. Detailed exception handling.
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Team that take part in process modeling

Roles Line of Business Expert Process owner Responsibilities Good in depth knowledge of the process Responsible for the overall execution of the process, approves process modifications. Responsible for the meeting, for asking questions for leading the discussion into the right direction. Responsible for design the process model (during and after the meeting). Responsible for the alignment of processes in aspect of total quality management.
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Moderator

Modeling expert

QA owner

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Approaches to Business Process Modeling

Top-Down Approach We start with architecture. the process Problems with the approach High level process modeling requires good knowledge about the process and some experience. Modeling lower levels can reveal inconsistencies on higher levels

First we identify the major process activities and their flows. Then we model each activity into more detail. Bottom-UP We start with the identification of activities. We model sub processes and business transactions and merge them into processes.

We get lost in the details. Getting overview of processes and their relations can become very difficult.

Inside-Out

We can focus on too many details. We start with core processes. We It can be difficult to identify core expand them with adding support processes and how to progress into the processes around core processes. right direction.
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In Business Process Management:

Business Process Modeling is a quality management tool, and is useful especially in change management. HOW? SWOT Analysis, Balanced Scorecard and Project Management methods provide further examples of change management tools, and Business Process Modeling can be regarded as working alongside these methods

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Business Process Modeling Tools

Provide business users with the ability to model their business processes, implement and execute those models, and refine the models Provide transparency into business processes, as well as the centralization of corporate business process models and execution metrics BPM Diagrams

Use case diagrams Jacobson 1992 Activity diagrams incorporated to UML BPMN OMG

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Some business process modeling techniques

Business Process Model and Notation (BPMN) Cognition enhanced Natural language Information Analysis Method (CogNIAM) Extended Business Modeling Language (xBML) Event-driven process Chain (EPC) Unified Modeling Language (UML), extensions for business process such as Eriksson-Penker's
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Programming language tools for BPM

BPM suite software provides programming interfaces (web services, application program interfaces (APIs)) Programming languages introduced for BPM include

that

are

being

Architecture of Integrated Information Systems (ARIS) Business Process Execution Language (BPEL) Web Services Choreography Description Language (WS-CDL). [now in BPEL4WS] XML Process Definition Language (XPDL)
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Business Reference Model (BRM)

A reference model is a model of something that embodies its basic goal or idea and can then be looked at as a reference for various purposes BRM is a reference model, concentrating on the functional and organizational aspects of an enterprise

independent of the organizational structure that perform them

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Business Model Integration

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Business Process Reengineering

Is an approach aiming at improvements by means of elevating efficiency and effectiveness of processes

look at their business processes from a "clean slate" perspective determine how they can best construct these processes to improve how they conduct business

A key stimulus for reengineering has been the continuing development and deployment of sophisticated information systems and networks

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At home!

Compare and contrast BPM and BPR Study business process elements BPMN2.0 spec Compare and contrast UML Activity Diagram and BPMN 2.0 for business process modeling

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